Business futurist. Innovative strategist. Leadership advisor. Bestselling author. Inspiring speaker.
London to New York in under 3 hours at business-class prices. I remember doing that, even managing the brand, back in the late eighties when I started out in the airline industry.
Concorde was magical, the thrill of boarding, straight up into the stratosphere, thrown back in your seat as the engine boosters kick in, and then sitting back to champagne and caviar. Manhattan is soon in view, and you dive down into JFK at the last moment, arriving 2 hours before you set off (because of the time changes). But then a french crash, unsustainable costs and old technology spelt the end of the 20th century dream, and Concorde was gone.
But now, supersonic travel is back. Though the plane won’t likely debut until the early 2020s, Boom unveiled a scale model in 2016. It has signed on with the Virgin Group as its likely initial customer; Richard Branson’s company has options on the first ten planes.
CEO Blake Scholl has assembled a staff of 25 with deep experience across the aviation industry, and on the strength of that expertise, it has already booked $5 billion worth of business—though it has yet to get its hands on that money. Boom cites a market study that suggests there is potential global carrier demand for around 1,300 of its planes. What makes Boom’s supersonic plane economically feasible is that it has just 45 seats, all of which will be business class.
https://www.youtube.com/watch?v=MdE9wHkgfbA
https://www.youtube.com/watch?v=nJkM-ykKRxg
Extract from article in Fast Company, November 2016:
If you thought supersonic passenger travel died with the retirement of the Concorde fleet in 2003, get ready for what one company—and Richard Branson—thinks could be the launch of a new age in which people fly from New York to London in three and a quarter hours for business class prices.
Today, Boom Supersonic, a Denver-based startup and Y Combinator alumni, unveiled the design of the XB1, a one-third-size version of the 45-seat plane it expects to put in the skies by the early 2020s. The so-called “Baby Boom” is built using most of the same principles and systems as Boom’s planned 165-foot production plane, and is expected to make its first flight by the end of next year.
While it would be tempting to dismiss any outfit’s attempt to restart the supersonic aviation industry, Boom CEO Blake Scholl is holding a hand with several aces. First, the Spaceship Company, Virgin Galactic’s manufacturing arm, has an option on the first ten planes off Boom’s lines. That pact will also give Boom access to the Spaceship Company’s engineering, design, manufacturing, and flight test support services.
“Richard [Branson] has long expressed interest in developing high-speed flight and building high-speed flight R&D through Virgin Galactic and our manufacturing organization, the Spaceship Company,” the Virgin Group said when the contract was signed. “It is still early days and just the start of what you’ll hear about our shared ambitions and efforts.
In a release, Branson said a bit more about why he wanted to get the first shot at Boom’s initial planes.
“I have long been passionate about aerospace innovation and the development of high-speed commercial flights,” Branson said. “As an innovator in the space, Virgin Galactic’s decision to work with Boom was an easy one.”
At the same time, Boom is touting the results of an evaluation of its business prospects by aviation analysts at Boyd Group International (BGI)that suggests if the production plane can deliver on its expected price and ticket costs, there’s likely to be worldwide demand for at least 1,300 of the $200 million planes. There were never more than 14 Concordes in operation.
“In key business class markets–such as trans-Atlantic–it is projected that the new airliner will have enormous airline demand,” BGI wrote in its report. “It is not a further evolution of existing aircraft. Instead, it offers [an] entirely new set of air travel metrics, and a new product offering for major international airlines.”
Finally, Scholl asserts he’s confident that the people he’s assembled from some of the world’s most accomplished aviation stalwarts have the expertise to pull off what’s never been done before—make supersonic travel affordable, and profitable, at a global scale.
Update, 23 March 2017:
There was once a day when supersonic travel was one of the most romantic notions in aviation. The iconic Concorde was beautiful and entirely distinctive (and tickets were insanely expensive). Then, it was no more, and the concept vanished in thin air. But if you always wanted to fly faster than the speed of sound, Boom Supersonic, with 45-seat planes that can make the run from New York to London in three and a quarter hours (rather than today’s seven) for business class prices.
Today, Boom said it has raised $33 million in VC funding, bringing its total to $41 million, and that Y Combinator president Sam Altman has joined its board. It will use the money to finish building XB-1, a one-third-size demonstrator of its full-scale plane. Boom has already signed up Virgin Atlantic as a probable launch customer, as well as the blessing of a leading aviation industry analyst who suggests that if Boom’s cutting-edge technology can deliver on its expected price and ticket costs, airlines are likely to want at least 1,300 of the $200 million planes. Boom is hoping to start test-flying the XB-1 by year’s end and flying passengers aboard the full-scale plane in the early 2020s.
Kelechi Anyadiegwu launched e-commerce site Zuvaa with $500 and the simple idea that there was an unmet demand among people living outside Africa for authentic African styles. She’s been proven right.
Sourcing from a growing list of designers in North America and in Ghana, Nigeria, and South Africa, Zuvaa has become the Amazon/Etsy of vibrant Ankara or Kente fabrics and cutting-edge clothing as seen on the streets of Lagos, Accra, and Johannesburg.
Launched in May 2014, Zuvaa currently features some 75 designers from Africa and North America, and rang up $2.3 million in sales of clothing and accessories in 2016. The company is stepping up marketing with a newsletter delivering daily African fashion news, and has a U.S. pop-up tour planned for 2017.
In her own words:
I started Zuvaa because I wanted to see change in the fashion industry. As an African-American Woman of Nigerian Heritage I grew up with African textiles, they were always an integral part of my culture. Growing up, I often found it difficult to find modern and trendy African Inspired pieces. I created Zuvaa to fill this void.
At Zuvaa, we’re shining a light on African Fashion. The Zuvaa Marketplace is a premier online destination to find unique and one of kind African Inspired pieces. We work directly with emerging designers around the world to bring you the best selection of high quality, one of kind African Inspired pieces the industry has to offer.
Our mission is to empower designers worldwide with the tools to enter a global market and to make woman around the world feel bold and beautiful in vibrant and eccentric African inspired designs. Through this we are not only shining a light on African Fashion, but we are also shining a light on Africa. We are changing perceptions of Africa and Africans through fashion.
As the African Fashion industry becomes globalized, we want to make sure those who are taking advantage of this global industry are the ones who truly understand and appreciate the beauty and cultural significance of African textiles and aesthetics. Our grassroots approach to merchandising allows us to truly tap talent of designers on the African continent and in the diaspora. These are the designers who should be shaping the African Fashion industry and we are giving them a platform to tell their stories.
Zuvaa is not just an online store, we are a community, we are a movement. We are fashion lovers worldwide who not only seek to support ethically manufactured and produced pieces, but look to make a statement. We are all about making Bold Statements in Bold Prints. Zuvaa, inspired by the Shona language of Zimbabwe word ‘Zuva’ meaning sunshine, represents the vibrancy and radiance of African culture and how our customers’ personal light shines through African aesthetics.
https://www.youtube.com/watch?v=vt8wSZJo5YM
Interview in TheEveryGirl.com blog:
Kelechi Anyadiegwu is certainly not your average graduate student. While most grad students are all consumed by coursework demands, Kelechi decided to take on another extracurricular activity: launching a fashion marketplace.
While in the midst of earning her graduate degree, she saw an opportunity to combine her talents and passions and jumped immediately into a full-scale business. In 2013 she began Zuvaa (which means “sunshine” in the Shona language from Zimbabwe) when she saw an unmet demand in the market for African textile prints and fashion. Rather than waiting until she finished her master’s program, she immediately decided to turn this demand into an opportunity, combining her talents and passions.
Kelechi has done much in two years and has much to be proud of—including being named on a the Forbes 30 under 30 list for retail and ecommerce—but she still remains humble. Our favorite part of her interview? When we asked about her proudest moment so far, she didn’t name a prestigious award she’s won. Instead, she spoke about jobs she’s helped create on the African continent through a growing global demand for African fashion. With passion like that it’s safe to say this is only the beginning of big things yet to come for Kelechi.
Tell us a little about how you started this business. What inspired you to create Zuvaa? I’m originally from Nigeria but grew up in the U.S. I’ve always looked for ways to integrate my love and pride for African culture into my wardrobe. I love wearing print and African textiles and when I would wear them people would constantly ask me where I found those pieces. I realized there was really a demand for this product so I used my experience in online marketing, web design, and user experience to create a platform to connect the talented designers around the world with consumers who were looking for these beautiful products
You didn’t have any retail experience before you started Zuvaa. Were you at all hesitant before starting? No, I really just jumped in! I remember having the idea one day and the next day I had the domain and started working on the social media. I just went as fast as I could and learned as I went. I didn’t really have any hesitations—maybe I should have—but I kind of just jumped right in.
Explain a little bit about how Zuvaa works. How do you bring on new designers and vendors? Zuvaa is a true marketplace. In order to be a part of Zuvaa, designers must apply and send us samples of their products so we can touch, feel, and see the quality. Once approved, a vendor will upload their items and have complete control of imagery, aesthetic, and pricing. Customers are able to shop through Zuvaa and find pieces and designers they wouldn’t have had access to before. We try to support our vendors any way that they need. We have vendors all over the world and some of them need help with things like logistics and shipping. We’ll give them the information and support the need so they’re able to be successful on Zuvaa.
Once you had the idea for Zuvaa, how did you find your first designers? They actually found us! We were growing such a large and engaged social media following that vendors started to take notice quickly. They wanted to be a part of and get in front of our growing community so we didn’t have a problem finding designers and vendors who wanted to sell through our platform at the very beginning.
How many designers are you currently working with? We started with 20 designers and have about 75 designers right now. It’s amazing to see the growth.
Have you always known that you wanted to start a business? Not really. I remember three or four years ago when I started graduate school I tweeted that I wished I could find a job that would merge my love for user experience, fashion, and Africa. Then when I started Zuvaa a couple of years later I saw this as the ultimate example of putting out into the universe what I wanted in life. This is what I was meant to do.
You’ve been doing pop up shops as a way to engage with your online community, offline. How are these going? They’ve done so well! Our last one was in Houston and we had about 2,000 people attend. It’s so much fun to see things in person and not just do everything from behind the computer. I get to see our customers experience the clothes in person (as opposed to just shopping online) and meet the designers. We definitely want to continue to have pop up shops in more cities.
You are in your last semester of your master’s program. What’s the plan when you graduate? I started Zuvaa in the middle of graduate school and once I graduate I’m excited to be able to focus on it completely and work on scaling it as quickly as possible to realize our vision. Our vision for Zuvaa is to be a well-known platform for anything African inspired. Whether it be fashion, art, or housewares, if you’re looking for anything beautiful and handmade I want you to think of Zuvaa. I want Africa to be seen as something beyond what the media portrays—it’s a place that does have a lot of happiness, vibrancy, and color and that’s not what is currently being seen. I want to change that. I want the happy, positive, and vibrant story for Africa to be told, and I want Zuvaa to have a part in telling that story.
What has been one of your proudest moments in business so far? Being able to create more jobs on the African continent through global demand. It’s been amazing to see designers grow so much from the marketplace. When most of them first start on they site, they are personally hand making everything. From selling through our marketplace, I’ve seen many of them grow to a point where they need to begin outsourcing the creation of their products. They’ve been able to create jobs on the African continent and create generational wealth for their family.
What does your team look like? Tell us a little bit more about who is working behind the scenes at Zuvaa. It’s just me! I do have some help with customer service and design work, but day-to-day it’s really just me. That’s my goal for the next year: to find the right people who can help take Zuvaa to the next level.
What are some challenges you’ve experienced with growing Zuvaa so far? I’ve had to learn you can’t do everything yourself. I haven’t found a good balance with this business yet and I work all the time. I know I need to learn how to let go and trust people, give good directions, and build a really solid team.
What advice would you give your 23-year-old self? Be super lean in regards to business and personal spending.
If you could have lunch with any woman who would it be and why? Sofia Amarusso—I’d love to hear more about how she grew Nasty Gal so quickly.
What does a typical day look like? I wake up with my computer by my side and I check my email and check for new orders while in bed. After that I lay in bed for another hour decompressing from the day before and getting ready for the day ahead. Then I start grinding and hustling again for the next 12+ hours until I go back to bed and start it over again the next day.
Favorite place to travel? Probably somewhere I haven’t been yet. I love going to different countries on the African continent and I love seeing how the different cultures live.
I wish I knew how to… Code!
Ethereum is a decentralized blockchain-based platform that enables smart contracts using an asset called ether. Anyone can create programs on the network, and for that reason, the ecosystem has garnered attention from Microsoft, Imogen Heap, and Deloitte. In 2016, Microsoft launched the Ethereum Consortium Blockchain Network on Azure to allow companies on the platform to set up their own private blockchain. But that wasn’t the only activity on Ethereum in 2016. One of the most prominent apps developed on the network was the DAO, which crowdfunded a $150 million investment fund. That investment was dogged by a hacker, causing the platform to split multiple times in an effort to limit the bad actor’s ability to steal funds.
While the DAO failure caused concern among users, Ethereum is still poised for interesting growth in 2017. In December 2016, Ethereum-based company Consensys was selected by the UAE Future Accelerators Fund to participate in a 12-week program and eventually to work on a pilot project for the city of Dubai. It’s still very early days for the Ethereum blockchain, but there seems to be a lot of potential for corporate adoption.
If, like me, you are still getting to grips with blockchain, here is a useful extract from Blockgeek’s beginners guide:
Although commonly associated with Bitcoin, blockchain technology has many other applications that go way beyond digital currencies. In fact, Bitcoin is only one of several hundred applications that use blockchain technology today.
“[Blockchain] is to Bitcoin, what the internet is to email. A big electronic system, on top of which you can build applications. Currency is just one.” FT
Until relatively recently, building blockchain applications has required a complex background in coding, cryptography, mathematics as well as significant resources. But times have changed. Previously unimagined applications, from electronic voting & digitally recorded property assets to regulatory compliance & trading are now actively being developed and deployed faster than ever before. By providing developers with the tools to build decentralized applications, Ethereum is making all of this possible.
What is Ethereum?
At its simplest, Ethereum is an open software platform based on blockchain technology that enables developers to build and deploy decentralized applications.
Like Bitcoin, Ethereum is a distributed public blockchain network. Although there are some significant technical differences between the two, the most important distinction to note is that Bitcoin and Ethereum differ substantially in purpose and capability. Bitcoin offers one particular application of blockchain technology, a peer to peer electronic cash system that enables online Bitcoin payments. While the bitcoin blockchain is used to track ownership of digital currency (bitcoins), the Ethereum blockchain focuses on running the programming code of any decentralized application.
In the Ethereum blockchain, instead of mining for bitcoin, miners work to earn Ether, a type of crypto token that fuels the network. Beyond a tradeable cryptocurrency, Ether is also used by application developers to pay for transaction fees and services on the Ethereum network.
What is a smart contract?
Smart contract is just a phrase used to describe computer code that can facilitate the exchange of money, content, property, shares, or anything of value. When run on the blockchain a smart contract becomes like a self-operating computer program that automatically executes when specific conditions are met. Because smart contracts run on the blockchain, they run exactly as programmed without any possibility of censorship, downtime, fraud or third party interference.
While all blockchains have the ability to process code, most are severely limited. Ethereum is different. Rather than giving a set of limited operations, Ethereum allows developers to create whatever operations they want. This means developers can build thousands of different applications that go way beyond anything we have seen before.
“ [Ethereum] blockchain has some extraordinary capabilities. One of them is that you can build smart contracts. It’s kind of what it sounds like. It’s a contract that self executes, and the contract handles the enforcement, the management, performance and payment” says Don Tapscott
What can it be used for?
Ethereum enables developers to build and deploy decentralized applications. A decentralized application or Dapp serves some particular purpose to its users. Bitcoin, for example, is a Dapp that provides its users with a peer to peer electronic cash system that enables online Bitcoin payments. Because decentralized applications are made up of code that runs on a blockchain network, they are not controlled by any individual or central entity.
Any services that are centralized can be decentralized using Ethereum. Think about all the intermediary services that exist across hundreds of different industries. From obvious services like loans provided by banks to intermediary services rarely thought about by most people like title registries, voting systems, regulatory compliance and much more.
Ethereum can also be used to build Decentralized Autonomous Organizations (DAO). A DAO is fully autonomous, decentralized organization with no single leader. DAO’s are run by programming code, on a collection of smart contracts written on the Ethereum blockchain. The code is designed to replace the rules and structure of a traditional organization, eliminating the need for people and centralized control. A DAO is owned by everyone who purchases tokens, but instead of each token equating to equity shares & ownership, tokens act as contributions that give people voting rights.
Wired Magazine describes it as the world’s hottest (and most secretive) startup. Forbes goes further, calling it the hottest thing in technology. Arriving at the South Florida business park, an unspectacular location, you would not think so. Inside, it’s a very different story. A different reality, in fact. Humanoid robots walk down the halls, and green reptilian monsters hang out in the lounge. Cartoon fairies turn the lights on and off. Giants patrol the parking lot.
Even the office equipment is abnormal. The high-definition television hanging on the wall seems perfectly normal. Until it vanishes. A moment later it reappears in the middle of the room. Incredibly, it is now levitating in mid-air. The TV looks real, but it is not. All these wonders are illusions, conjured into being through the lenses of a “mixed reality” headset, the invention of the startup called Magic Leap.
Like any good magician, Rony Abovitz keeps his cards close to his chest. Magic Leap has operated in extreme secrecy since it was founded in 2011. Only a few people got to see its technology, even fewer know how it works, and all are bound by such extreme nondisclosure agreements that they probably would not even admit that the company exists.
Yet massive amounts of money is flowing into Dania Beach, Florida, a town of 30,000 just south of Fort Lauderdale. To date, Magic Leap has raised nearly $1.4 billion in venture capital, including $794 million this past February, reportedly the largest third round in history. Every big tech investor has a piece of Magic Leap, including Google and Alibaba, plus there’s backing from less conventional sources such as Warner Bros and Legendary Entertainment, the maker of films like Godzilla and Jurassic World. Magic Leap was most recently valued at $4.5 billion. If Abovitz has held on to just 22% of the company, which he denies, then he’s already a billionaire.
Why so much interest? Magic Leap is doing “something with holograms, or with lasers, or has invented some reality-warping machine the size of a building that would change everything”. The lack of hard information further fuels the whispers. Magic Leap, after all, has never released a product. It has never given a public demonstration of a product, never announced a product, never explained the proprietary “lightfield” technology that powers its product.
But now the company is coming out of the shadows.
In a rare interview Abovitz says Magic Leap has spent a billion dollars perfecting a prototype and has begun constructing manufacturing lines in Florida, ahead of a release of a consumer version of its technology. When it arrives, probably within the next 18 months, it could usher in a new era of computing, a next-generation interface we’ll use for decades to come. “We are building a new kind of contextual computer,” Abovitz says. “We’re doing something really, really different.”
It looks like a glass lens, but don’t call it that. Abovitz calls it a “photonic lightfield chip.”
Magic Leap’s innovation isn’t just a high-tech display … it’s a disruption machine. This technology could affect every business that uses screens or computers, and many others that don’t. It could kill the $120 billion flat-panel display market, and shake the $1 trillion global consumer-electronics business to its core. The applications are profound. Throw out your PC, your laptop and your mobile phone, because the computing power you need will be in your glasses, and they can make a display appear anywhere, at any size you like.
For that matter, they can make anything appear, like directions to your next meeting, drawn in bright yellow arrows along the roads of your town. You’ll be able to see what that new couch you’re thinking of buying looks like in your living room, from every conceivable angle, under every lighting condition, without leaving your home. Even the least mechanically inclined will be able to repair their cars, with an interactive program highlighting exactly which part needs to be replaced and alerting you if you’re doing it wrong. And Magic Leap is ready to profit from every interaction – not just from the hardware and software it will sell but also, one imagines, from the torrent of data it could collect, analyse and resell. “It’s hard to think of an area that doesn’t completely change,” Abovitz says.
Neither a VR game nor Pokémon Go can do what Magic Leap’s “mixed reality” does. VR takes you to another place. AR can make a Pikachu appear in your living room. Mixed reality keeps you where you are, and makes that Pikachu come to life.
How does it do it? The centerpiece of Magic Leap’s technology is a head-mounted display, but the final product should fit into a pair of spectacles. When you’re wearing the device, it doesn’t block your view of the world; the hardware projects an image directly onto your retina through an optics system built into a piece of semitransparent glass (the product replicates the way we naturally observe the world instead of forcing you to stare at a screen). The hardware also constantly gathers information, scanning the room for obstacles, listening for voices, tracking eye movements and watching hands.
As a result, mixed-reality objects are aware of their environment and have the ability to interact with the real world. On Magic Leap’s hardware a Pokémon might escape capture by ducking behind your couch or, assuming you live in a “smart” home, turning off your lights and hiding in the dark.
https://www.youtube.com/watch?v=GmdXJy_IdNw
In one of its demos the Magic Leap team shows off a computer-generated “virtual interactive human” – life-size and surprisingly realistic. Abovitz and his team imagine virtual people (or animals or anything else) as digital assistants. Think Siri on steroids, except with a physical presence that makes her easier to work with and harder to ignore. Ask your virtual assistant to deliver a message to a coworker and it might walk out of your office, reappear beside your colleague’s desk via his or her own MR headset and deliver the message in person.
In a mixed reality world, computing power isn’t confined to a gadget on your desk. It’s something that you can link to any object, real or virtual, giving it awareness of its location, intelligence about its purpose and insight on how you might want to use it. “Think of it as the future state of computing,” Abovitz says, “where the world is your desktop.” First we had mainframes, then PCs, then mobile devices. If Magic Leap has its way, the next generation will be virtual.
“This is not about entertainment or just playing videogames,” says Thomas Tull, the billionaire founder of Legendary Entertainment. “This is a different way of interacting with the world, a new generation of computers. I think Magic Leap will end up being a very, very important company.”
Ava Wineryfounders Mardonn Chua and Alex Lee claim they can “turn water into wine” in just 15 minutes, without using grapes. The San Francisco startup aims to disrupt high-end wines by offering bottles of chemically identical wine cheaper and more sustainably (lab-grown wine uses 50 to 100 times less water than traditional).
Chua and his team used specialized techniques to analyze the chemical compositions of different wines, including Chardonnay, champagne, and Pinot Noir. These techniques, which included gas chromatography mass spectrometry, identified the amounts of amino acids, sugars, and flavor and odor compounds found within each drink, and allowed Chua to include them in his synthetic wine.
Lee argues that most of the compounds in wine have no perceptible impact on the flavor or aroma. Both, he says, are due to compounds that make up just 0.1% of the total — they include molecules that come from the wine grapes’ skins, which change as the wine ages. Meanwhile, the microbes that ferment the wine also create some of the compounds. Not all the compounds will significantly impact the flavor of the wine, but all of them contribute to its complexity.
Currently, Ava Winery’s website lists its replica of a 1992 Dom Pérignon Champagne for $50. A deal, considering the real thing sells for more than $150. However, wine lovers may turn their noses up at the fact that none of these replicas will have the word “wine” on their labels — a term that can only be used if grapes or other fruits are used in the fermenting process.
Ava Winery’s first public taste test didn’t exactly go well. Two reporters on camera at New Scientist compared the biotech startup’s artificial wine with a glass of the Moscato D’Asti that it was based on. They complained that the fake wine had too little color, too little viscosity, and an unpleasant plastic smell.
But that was May, and this is September, and Ava is already bragging about making huge improvements in its product, to the point where it is all but indistinguishable from fermented grape juice, and looking ahead to how it’s going to change the world. “What we have done since then is leaps and bounds beyond what they were able to taste back in May,” co-founder Alec Lee says. “Now we’re at the point where about 90% of people fail our blind taste test.”
Ava is about to get a lot of new tech, too, after closing a $2.7 million seed round led by Horizon Ventures in August. Lee says this will help them perfect their product and soon. “There will be a step-wise progression as soon as that equipment comes in,” Lee says. “It will get a lot better very quickly.”
Ava has promised to release 499 bottles modeled on a 1992 Dom Perignon champagne later this summer, with plans to go to market in the next six-to-12 months. The goal is to sell high quality wine for much cheaper than you’d get with traditional methods, while also making a more sustainable and customizable product.
But first, they’ve got to convince people that artificial wine tastes good.
Ava co-founder Mardonn Chua was inspired to create wine in a lab after seeing a bottle of a ’73 Chateau Montelena behind a glass case and wishing more people could taste what it’s like. He thought “I have access to a lab, I have this biotech background, I’ve done analytical chemistry: surely, wine is nothing more than a collection of molecules,” says Lee.
Chua and Lee, both graduates fror a biotech program at the University of British Columbia who had previously founded a stem cell company (which “may wind down”), launched Ava Winery in 2015. They brought on fellow UBC graduate and certified sommelier Josh Decolongon as a co-founder.
Chua’s early efforts at reverse-engineering wine were gleefully fast and loose. “Has anyone tried to make wine by simply mixing the raw compounds and ingredients together (ie. sugars, alcohol, organic volatiles, and flavonoids)? Would it be possible to make a great tasting wine this way?” he posted in March. “I might actually try this tonight.”
Chia described on Medium how he mixed “tartaric acid, malic acid, tannin powder, vegetable glycerin, ethanol, sucrose … ethyl hexanoate (smells like pineapple), butanoate (strong scent of grape juice), limonene (citrus/lime), and acetoin (rich butter smell—like popcorn at the movies). I spent the whole weekend making ~15 different formulations, and I’m not much closer to the taste of chardonnay or any other wine (though I’m not discouraged). It’s not a good wine yet, but it was acceptable enough to drink,” Chua wrote.
Ava has gotten a lot more high-tech since then, using gas chromatography, liquid chromatography, and other techniques to identify exactly what’s in different samples of wine. For the past few months, they’ve been outsourcing this testing, but now they plan to bring the tools in house.
Wine is about 85% water, 13% ethanol. Then there are several hundred compounds in small quantities that give it flavor, aroma, color, and other characteristics. Some of these matter, others don’t. “We can identify the compounds that are there, but the big challenge is in quantifying them,” Lee says. A gas chromatograph shows different compounds in a sample:
Ava insists its wine is rapidly getting better. Eight months ago, Lee says, 80% of people could identify the two glasses of artificial wine in a sample of five: today, only 10% can. “The product is really there in terms of fooling people, but that’s not really good enough for us,” Lee says.
The team says its two biggest challenges going forward are regulation and marketing. “We want to get the classification as wine and that’s one of the hurdles that we’re up against is convincing the [Alcohol and Tobacco Tax and Trade Bureau (TTB)] that there’s good justification for why we should be able to call this wine,” Lee says.
TTB spokesman Tom Hogue confirmed that the bureau is aware of Ava and said it had reached out to remind them their drink would be a taxable commodity. He declined to comment on whether it would be classified as wine.
As for marketing, Ava hasn’t decided whether its initial selection of wine will all be designed to replicate other bottles or include some originals. Ava also hasn’t figured out its price point, though it claims to be much cheaper than the traditional way of making wine. The hardest part, of course, is convincing people to ditch traditional wine, and all the romantic connotations we have for that, in favor of something made in a lab.
“We need to first demonstrate the quality of this process,” Lee says. “Once we’ve done that, then we have an opportunity to digitally optimize the flavors of wine. To make wines that have never been tasted before and that are in many ways arguably better than anything that’s been tasted before. We can identify the things that make great wines great and combine those into something that’s never been tasted before or that no one could even grow.”
Synthetic wine may also have the nice perk of not going bad as fast as regular wine, since it’s made of sterilized components, while normal wine is filled with organic compounds that start growing when exposed to oxygen.
If Ava can figure out wine, then there’s no reason they couldn’t move into other products, too. “Where are unsustainable food production practices happening or where is there limited food production capacity in general, especially in the luxury food market, and how can we disrupt that and produce in a way that is more sustainable, more ethical, and, of course, cheaper?” Lee asks. “Could this be done with coffee, for example, or chocolate?”
But first the big question: does Ava’s wine actually taste good? Ava was not yet ready to share a bottle with Business Insider, so we can’t say for ourselves. Scientists at Replica Wine, a less-radical wine disruptor that uses science to make grape blends that taste like more expensive bottles, said Ava’s approach seemed viable.
“The concept of adding all kinds of chemicals together to create something else: is it feasible? Probably. Does it have the same appeal to consumers who are looking to have some kind of greater connection to wine? Maybe not,” said Ellipse Analytics president Jaclyn Bowen, who works with Replica. Food scientist Steven Witherly, president of Technical Products Inc., was more skeptical: “I wish them luck but wine is way too complex for them; they really don’t stand much of a chance.”
Decanter World Wine Awards judge Matt Walls told Decanter: “The concept is mind-blowing, and I’d love to try the finished article. It reminds me of the drinks machine in ‘Star Trek’ that dispenses anything you ask for. But do I believe they’ll produce an exact replica of a legendary wine? Not in a million light years.”
Ava’s team, at least, seems confident. “I think the product will pretty easily be ready to go in the next six months,” Lee says. Even today it gets the endorsement of Ava’s in-house sommelier. “It’s definitely not bad,” says Decolongon, who also runs a wine blog. “I can tell [the difference between Ava and traditional wine], but it’s getting closer and closer to being unidentifiable every day.”
There are beauty brands that consider social media when they develop marketing campaigns. And then there’s Glossier, the cult favorite skincare company that designs its products hoping – knowing, even – that young women will want to post their purchases on Instagram.
Take Glossier’s $22 face masks, the two-year-old brand’s highest-rated product in terms of customer reviews. Its pastel-hued jars were conceived with smartphone photography in mind.
“We spent an enormous amount of time with an illustrator designing a really ornate, colorful illustration and sticker for the top of the product,” said Emily Weiss, the company’s founder and CEO. “You’re so excited to see that and take it out and take a picture of it, like you would food — the perspective of holding your iPhone over a plate of food.”
Glossier’s tightly edited product line, all of which retails below $30, includes go-to items like a priming moisturizer, easy-to-apply skin tint and a cleanser that was formulated based on consumer feedback from Emily’s “Into the Gloss” blog. The brand’s chic pink-and-white packaging was designed with the visually obsessed Instagram set in mind and can be seen in many an influencer’s feed.
Have a look at the #Glossier hashtag on Instagram and it’s clear Weiss had the right idea. The brand’s millennial fan base is so devoted that its products regularly have waiting list in the tends of thousands. They buy $60 sweatshirts with the company’s name across the chest. Traditional luxury beauty brands can only dream of inspiring that sort of loyalty.
The Into The Gloss blog started as a side project in 2010 when Weiss was a fashion assistant at Vogue. She’d work on Into The Gloss between 4am and 7am every morning, doing photo shoots on weekends.
“There was a full year between the launch of Into The Gloss and when I quit my day job,” she said. “I think that’s important in an era when there are a lot of inspirational quotes on Instagram telling you to follow your dreams and seize the day.”
How it started
Weiss has spent the past four years snooping in the medicine cabinets and makeup cases of some of the world’s most successful and stylish women. The 29-year-old started her beauty website Into The Gloss in 2010, setting aside the hours of 4am through 8am to write up interviews for her side project then heading to her job at Vogue as a fashion assistant.
A few months in, it was clear Into The Gloss — profitable from day one thanks to advertising — had become Weiss’ full-time job. She left Condé Nast after seven years to run what has become a must-read for beauty buffs, with some 10 million page views a month and a loyal following (Weiss says 60% of Into The Gloss readers return “almost every day”).
It’s the site’s Top Shelf feature in particular that’s been responsible for both Into The Gloss’ success and, now, Weiss’ move from beauty editor to makeup entrepreneur.
She’s looked inside the bathrooms and vanity drawers of women like supermodel Amber Valletta, Jimmy Choo founder Tamara Mellon and Jenna Lyons, J. Crew’s president and creative director and the style-crush of many a millennial. She reports back on their go-to moisturizers and lipstick shades as well as divulging their tips and tricks, from hiding dark eye circles to keeping skin hydrated on an airplane.
In her four years growing Into The Gloss, Weiss has learned not just what sorts of products these influencers swear by, but also what they’re missing — what they wish existed, and what gaps need filling in this quarter of a trillion dollar industry that is, after all, still led by staid French giant L’Oreal and its American counterpart Estée Lauder.
“It hasn’t changed in years,” said Weiss of the beauty sector. “Rather than cutting through the noise of all the brands out there, let’s create a brand that reflects what women want right now.”
After raising $2 million in venture capital funding 2013 to grow her team, Weiss set out to create a line of must-have beauty products, working closely with a California-based chemist.
In October, after months of quiet sourcing and testing, Weiss and her team launched Glossier, a beauty brand for the Instagram generation: chic without being complicated, and with an aspirational but cool social media presence.
For now, Glossier is sold exclusively on its own e-commerce platform, although Weiss set up a pop-up shop on New York’s hip Lafayette Street in Soho for the launch of the company’s first capsule collection, four skincare essentials sold as a set for a relatively inexpensive $80.
While the packaging is unadorned, each batch comes with a set of stickers, that look suspiciously like the Japanese emoji characters so beloved of the iPhone crowd. “We’re not creating a frivolous product,” she said. “You’ll use it every single day.”
“I’m thinking, what would I like as a 29-year-old, as a beauty consumer?” Weiss said. “I’m a woman. We have a lot of female employees. We really support women, and this is for girls. Glossier girls want to have fun, we want to work hard. We want to build useful things.”
I live in Teddington, a small town on the south west fringes of London, surrounded by the River Thames and two wonderful royal parks – Richmond Park and Bushy Park. I moved to Teddington from my native Northumberland because of running.
As a 10 year old cross country runner, I remember sending off to the Sweatshop at Teddington Lock for my kit, and years later reading about the world-beating Kenyan athletes who would flock to the small town, and use St Mary’s College as their European based. 25 years ago I moved here, and have run almost every day in the park ever since. Double double Olympic champion Mo Farah grew up here too, and still has a home overlooking the park, and many other champions from Matt Centrowitz to Moses Kiptanui have run many training laps of the local parks, always passing me with a wave and smile!
The only thing Teddington lacked was its own race. On October 2nd, 2004, 13 club runners sought to change that – with the start of a regular 5km time trial around Bushy Park. They may not have known it at the time, but the Bushy Park Time Trial would develop into “Parkrun”, a free, timed 5km run that now takes place in over 600 parks worldwide and that has developed into a global community of over 1,500,000 runners.
Parkrun has changed the running landscape for good, drawing in people from way outside traditional athletic groups and providing a good reason to get out of bed on a Saturday morning in all the communities it touches. And what’s more, it hasn’t charged any of those runners a penny.
The man behind Parkrun origins and rapidly scaling into the world’s largest run, is Paul Sinton-Hewitt:
“From day one, I never wanted parkrun to compete with the clubs and I didn’t want it to compete with the races. I just wanted to be a part of the community. My objection to clubs and governing bodies is that they feel they own you and they can direct you to do things, and in fact, that’s not true. People do what they want to do. All we are doing here is building a playground, and if you want to come and take part, you can. People have recognised that it’s free in every sense of the word – it’s not just that you don’t have to pay, but you’re not signing your life away either, there are no terms and conditions, just the same obligations you’d have as a citizen walking down the street.”
“So how did it start? Well, in 2004 I got fired from a job, and at the same time, I also got injured. All these things conspired to make it possible for me to start the first parkrun. Circumstance. It had been on my mind for quite a few years – I was a club runner, I enjoyed club running, and you always depend on people volunteering, so I knew my time would come, I just didn’t know when. So October 2004, 13 runners met up here in Bushy Park, and I think I knew ten of the 13.
“For the next two and a bit years it was all about Bushy Park. A lot of people were coming but they weren’t the people I expected – they weren’t the racers and the club runners. Those people came too, but they brought their partners and children. There was a lot of positive feedback and a lot of people asked for more locations. It was 2007 when we started our second parkrun, and that was Wimbledon Common (about five miles from Bushy Park). In that year we went from one parkrun – Bushy – to five. Wimbledon, Richmond, Banstead, Leeds Hyde Park… the first three were all my mates, then Leeds, that was Tom (Williams, co-host of the Marathon-Talk podcast and parkrun’s UK Managing Director). He saw something in Runners’ World – I’d won some award, I can’t remember what for (it was the Runner’s World ‘Heroes of Running’ award for philanthropy) – and he saw the write-up. As part of his work at the University, he’d been tasked with finding some event where the students could engage with the local community, and he thought parkrun would work. He phoned me, came down to see me and I gave him everything so he could become part of the family.”
“We’ve doubled every year. One to five, five to 15, 15 to 35 and so on. People asked me in those days ‘What’s your goal?’, and I’d say, well, I think there should be a parkrun in every community. I didn’t really think it would be me who would be making that happen. It’s so simple, it should just exist. To my mind I never thought we needed to do this for the sake of athletics or for one particular group. Running is so close to walking that pretty much everyone can do it. My view at the time was that there should be no kind of Big Brother authority looking over everything we do, it was more about making it available to everyone. Right from the word go we refused to call it a race, it was a run, and we said you can run with your dog and you can push a buggy. I think those things together made it possible for people who traditionally felt excluded from competition to feel included. And it is fantastic, and if you look at the stats – and this differs from country to country – but if you look in the UK, about 51% of people who are registered on the website are women, and 49% of people taking part each week are women. That compares to around 40% female participation in most running events.”
“In the beginning I funded everything – I went to work, I took half my salary and I put it into parkrun. In the last ten years parkrun has cost in excess of £3m. We got our first sponsorship in 2009 then in 2010 we partnered with Lucozade and Nike. This is a business in every sense of the word, we employ people, we have obligations, we have costs that are quite large and our websites are as professional as most organisations. We do the best we can to make sure this isn’t Mickey Mouse. Now we have relationships with third parties like PruHealth and we get grants from organisations like the London Marathon – we also have a shop where we’re now trying to sell some stuff, but we try to make sure that all of our commercial activities are as low-key as possible so that they don’t invade the trust runners have in parkrun.”
“Volunteering is a very serious and difficult business. It’s not like employing people directly. The key for us is that our events are very short. It’s easier to engage someone as a volunteer for an hour than it is for three or four hours. However, I think the other key thing is that when we started this, we said we would always go for coffee afterwards, and that act of going for coffee creates a sense of community that encourages other people to get involved. I think it’s liberating for a lot of people. I started this parkrun because I wanted to do something for my community. For every one of the next 542 events, there has been at least one person who has wanted to do the same – they wanted to do something for their community so they came forward and volunteered. Of course, we make it easy for them, but ostensibly, their actions are the same as mine and what happens is, people identify with that and they want to join in.”
“Then there’s the athletic side to the community too. I was thinking about that this morning – am I going to go for the 20 or am I going to go round in 21 and a half again (Paul ran 20:43, and boasts a parkrun pb of 18:22). You do it every week. I have so many inspirational stories from parkrun. As I sit here in Bushy Park I remember a father running with his son when his son was about eight years old. His son had some sort of back complaint so he would run bent over double, and it would take them maybe 45 minutes to get round the course. I saw a picture in a newspaper a couple of weeks ago where this son who’s now 18 or 19, won a local race. He’s standing completely straight and he’s winning, it’s absolutely inspiring, and there are so many stories like that – and plenty more to come.”
Created in 2014 to manage the global footballing interests of Abu Dhabi United Group, the City Football Group is an umbrella corporation owning stakes in a network of global clubs for the purposes of resource sharing, academy networking and marketing.
Chairman Khaldoon Al Mubarak says the group is looking to expand further and is currently assessing its options. He told CityTV: “Today, we have four clubs and we are going through the development of the four clubs.
“Melbourne, New York and Yokohama are developing well. We have an ambition as a football group to have an organisation that is global and that will have multiple clubs as part of it. I would say when the opportunity arises – and we are looking at opportunities – you can expect us to add to the number of clubs we have already within the organisation.
“It’s too early for me to pinpoint. We are looking at opportunities, we’ll see how it goes. At the right time, the right place, we will tell you.”
City have been fined excessively in the past for breaking UEFA’s rules on financial fair play and had their transfer budget limited as a result. They then spent almost £100m on new signings last summer, but Al Mubarak maintains the club still made money under Sheikh Mansour, whose Abui Dhabi United Group bought City in 2008.
He added: “We have made a profit again. We are constantly moving in the right direction financially as a club.
“One of the things I’m particularly proud of is that Sheikh Mansour had a view from day one, a dream, that he would invest in a club, he would build value, he would put a lot of commitment to it and that club would be financially sustainable and profitable.
“That dream is still reality right now. It’s a reality, it works and today we are a top club in the world. We are financially sustainable and we consistently profitable.”
The City Football Group, brings together 4 clubs:
Manchester City FC
Few football clubs in the world have been as strategic in building their sponsorship portfolio as Manchester City. The club has strengthened its innovation ambitions through tech-focused partnerships, including a hackathon that provided it with unique insights into the best build of its digital platforms.
The Premier League club was the first to trial live virtual reality broadcasts of a league game through its partnership with LiveLike VR and Sky. It also partnered with Ideas Britain to help create concepts that could change how fans interact with football. This led to the plan to build an in-stadium mobile app called Snaptivity, allowing fans to focus stadium cameras on themselves and friends during match highlights to create an ‘event triggered extended selfie’.
The club also partnered with German software specialist SAP to create interactive digital touch screens around the stadium for fans on match days.
Melbourne City FC
On 23 January 2014 it was announced that Manchester City had partnered with the Australian rugby league franchise Melbourne Storm, purchasing a majority stake in Australian A-League team Melbourne City FC.
Yokohama F. Marinos
On 20 May 2014 it was announced that Manchester City had partnered with the Japanese Automotive company Nissan to become a minority shareholder in Yokohama based J-League side, Yokohama F. Marinos
New York City FC
On 21 May 2013 it was announced that Manchester City had partnered with the American baseball franchise the New York Yankees to introduce the 20th Major League Soccer expansion team, New York City FC as its majority shareholder. The club began play in the 2015 MLS season.
https://www.youtube.com/watch?v=m00SuQMVcZI
Jaunt develops hardware, software, tools and apps to enable artists, brands and consumers to make cinema-grade virtual reality content. On the artistic side, the company is now working with former Beatle Paul McCartney on six VR mini documentaries to promote his newest album, called “Pure McCartney VR,” due out June 10. The VR documentaries are being produced by Jaunt Studios with a run time between 3 and 11 minutes each. They can be seen either as 360-degree videos on Jaunt’s website or in VR through the company’s mobile app.
There’s been no shortage of virtual reality gear introduced on the market over the past several years, including smartphone-based cardboard systems from Google that cost around $15, all the way to the $600 computer-tethered Oculus Rift. Jaunt believes that once consumers experience the rich immersions of VR technology, they’ll be hooked and drive demand for more high-quality VR content that the company provides.
The company hasn’t been without its growing pains. In late May, co-founder Jens Christensen stepped down as CEO, citing the need for a different kind of leader to take the company forward, and was replaced temporarily with co-founder Arthur van Hoff while the board searches for a new CEO.
The company has raised a little more than $100 million from Evolution Media, Participant Media and Disney. The giant entertainment company is a particularly good connection for Jaunt, given that it owns entertainment-rich content such as the ABC network and ESPN.
Extracted from CNBC Disruptors50 2016
There are nearly 1 billion cellphone users in India, and with that number comes immense opportunity. Just ask the founders of Ezetap. The India-based company launched in 2013 and aims to be for the developing world what Square is for developed countries — a mobile payment platform that can turn any smartphone into a point-of-purchase terminal. It’s starting with its home country India, but as CEO Abhijit Bose told TechCrunch, “From day one, we wanted to go global and really felt that mobile payments is a great opportunity for emerging markets.”
Like Square, Ezetap’s device has a card and chip reader. The device costs around $50 and, according to the company, “will change the way the entire country pays for things.” The market is beyond enticing. According to Ezetap, India has seen more than 100 million new bank accounts created in the past six months alone. That’s a huge market to tap for the next convenience in payments. There’s also a large swath of citizens in India — everyone from rickshaw drivers to rural grocery stores owners — who are considered unbanked. They may never have a traditional bank account, but with Ezetap, the company says they can become financially included with the rest of the country.
Venture capital investors, including heavyweights Social+Capital Partnership — the Silicon Valley firm led by former Facebook executive Chamath Palihapitiya — Helion Advisors, and Horizons Ventures, are clearly excited about the potential of bringing mobile payments to the developing world and have poured $34 million of financing into the company’s coffers. Ezetap already has more than 70,000 customers in India, ranging from large enterprise customers to tens of thousands of small retail businesses, and is signing up more every day. And since the country’s telecom infrastructure has improved dramatically in recent years, folks are getting much more comfortable using their smart phones for more than phone calls and texts.